International strategy for an emerging multinational in brazil: the case of JBS

• Autor(a) principal: Spohr, Nicole
• Data de Publicação: 2012
• Outros Autores: Silveira, Franciane Freitas
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Revista de Administração de Empresas
• Texto Completo: https://periodicos.fgv.br/rae/article/view/30506
• topic: Emerging multinationals; internationalization strategies; firm specific advantages; country specific advantages; beef industry; Multinacionales emergentes; estrategias de internacionalización; ventajas específicas de la empresa; ventajas específicas del contexto; industria frigorífica; Multinacionais emergentes; estratégias de internacionalização; vantagens específicas da firma; vantagens específicas do contexto; indústria frigorífica

The focus of this study is on questioning whether the traditional theories of internationalization are adequate to explain the international expansion of multinationals from emerging countries. Looking forward on this issue, we investigate the internationalization strategies adopted by JBS, a Brazilian multinational of the beef industry. The results show that the company adopted two of the five generic strategies specific to the context of emerging countries suggested by Ramamurti and Singh (2009): global consolidator and vertical integrator. Moreover, when analyzing the internationalization of the company under study, the speed of the process is highlighted when compared to traditional multinationals. It is concluded that the main mode of entry that allowed the international expansion was the acquisition and that this strategy has advantages to the company, such as access to strategic resources and rapid growth, possibly overcoming the liability of foreignness, the opportunity to compete globally and the diversification of segments that generate synergies to the company’s activities.